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Strategic Coherence and Company Ambidexterity - a Necessity or a Delusion?

Mielcarek Paweł

Management and Production Engineering Review

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2023

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Vol. 14, No. 2

61--69

EN

Organisations have to take into account rapid, non-linear changes in their environment that build pressure on the company‘s development strategy. Therefore, one of the key challenges and paradoxes is to how maintain mutual coherence between different areas of the organisation and simultaneously leverage being ambidextrous so as to continue with exploration and exploitation activities. The main goal of this paper is to present research results on the relation between strategic coherence and company ambidexterity. Strategic coherence is a proprietary concept allowing for measurement of the balance between the vertical and horizontal adjustment of an organisation. Vertical adjustment is the relation between strategy and the elements of the business model measured by: 1) the cascading of goals, 2) feedback on matching elements of the business model according to strategy, and 3) control over financial results and strategy implementation. Horizontal adjustment refers to matching the business model components measured by: 1) creating value, 2) capturing value, and 3) creating a synergy effect) Meanwhile, ambidexterity is determined by four areas: 1) company goals, 2) products, 3) market and 4) competitive advantage for both exploration and exploitation activities. The research survey was conducted with the use of the CATI method. Altogether, 400 medium-sized and large Polish companies were included in the study. To calculate the dependencies, the Pearson correlation coefficient was applied. The companies studied achieved similar results in terms of strategic coherence dimensions, as the vertical adjustment was 6.47, and the horizontal was 6.29 on a scale of 1–10. Meanwhile, in terms of ambidexterity, the companies achieved a moderate level, with the average value for exploration being 4.26, and that for exploitation 4.51 on a scale from 1 to 7. Based on correlation analysis, the relation between both variables has the shape of an inverted “U” with the most favourable point for ambidexterity at the “high strategic coherence” level. This study is a comprehensive guide for practitioners, and presents development guidelines for companies. The value of this research is an empirically validated framework that describes relations based on a dynamic balance between strategic coherence and two types of adjustment in the area of regulation – vertical and horizontal, as well as ambidexterity with two types of activity in the area of operations: exploration and exploitation. This study is unique and explores uncharted areas of strategic management.

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Process ambidexterity in startups innovation

Korpysa Jarosław

Management Systems in Production Engineering

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2021

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nr 1 (29)

27--32

EN

The article is of theoretical and empirical character. The main objective is to identify certain conditions related to the innovative ambidexterity of Polish startups. The objective implementation protocol of the study determined its structure. Its first part presents the most important theoretical concepts related to the presented issues. In particular, on the basis of the literature on the subject, analyses of the innovative ambidexterity. Moreover a start-up was equated with a company operating no longer than a year, which offers an innovative solution. Theoretical considerations provided the basis for the empirical presentation of the results of the author's own research conducted in 2019 in Poland on startups. On the basis of the outcome it has been established the most important factors determining innovative ambidexterity in startups are: having access to external source of financing and to external infrastructure as well as the acquisition of a license/patent. Moreover it has been diagnosed that create innovation and simultaneously reduce in startups the tension between exploitation and exploration activities to a large extent rely on external sources when implementing their innovation processes. For the theory on management, the theoretical-empirical deliberations presented in the article may be a valuable source of information within the scope of the influence the particular elements of innovative ambidexterity have on startups. However, for entrepreneurs they may be an impulse in the field of effective use of the innovative ambidexterity in the process of building competitiveness of young companies in Poland.

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Ocena jakości wykonania zadań koordynacji dwuręcznej ze względu na płeć i wiek

Roman-Liu Danuta, Mockałło Zofia

Bezpieczeństwo Pracy : nauka i praktyka

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2020

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nr 6

22-25

PL

W artykule przedstawiono wyniki analizy jakości wykonywania zadań koordynacji dwuręcznej. Badania przeprowadzono na czterech grupach zróżnicowanych ze względu na płeć i wiek (20-30 lat i 60-67 lat). Badani wykonywali zadania koordynacji dwuręcznej opracowane w CIOP-PIB oraz testy zawarte w Wiedeńskim Systemie Testów. Wyniki pokazują znaczące różnice w wartościach wskaźników jakości i sterowania pomiędzy grupą osób młodszych a grupą osób starszych. Silniejsze zróżnicowanie zaobserwowano w zadaniach koordynacji dwuręcznej. Większe różnice występują także ze względu na wiek niż ze względu na płeć.

EN

The article presents the results of the quality analysis of performing bimanual coordination tasks. The study was conducted on four groups differentiated by gender and age (20-30 years and 60-67 years). The subjects performed two-hand coordination tasks developed at CIOP-PIB and tests included in the Vienna Test System. The results show significant differences in the values of control quality indicators between the group of younger people and the group of older people. Stronger differentiation was observed in the bimanual coordination tasks. There are stronger differences in terms of age than of gender.

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The balance between formal and informal managerial practices : managing ambidexterity in creative industries

Radomska J., Silva S.

Polish Journal of Management Studies

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2018

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Vol. 18, No. 2

259--271

EN

The main aim of the paper is to understand how managers of creative industries (CI) decide on the use of ambidextrous solutions. Managerial actions of business managers of CI enable to connect the volatility and variability of the environment with the high level of creativeness that this requires. As such, it is interesting to study how these managerial actions are decided is of utmost importance, especially in a volatile and subjective environmental context as it seems to be the one of CI (Banks et al., 2000). We aim at investigating the managerial practices that enable to find the balance between the simultaneous pressure on innovativeness and the effectiveness of the actions taken. We wanted to know the way managers deal with the paradoxes that can result. We interviewed managers of 10 companies located in a second tier group of countries, where for governments, CI are apparently strategic, but where the value they add and the jobs they can create can still be improved. Results show that there are two main paradoxes in terms of managerial actions - the priority in relations (external or internal) and the approach to strategy (flexibility or planned actions). Results also show that in what concerns strategy formality and external priority in relations there are consistencies in the degree of strategy formalization. However, in what concerns the practices used in shaping the internal relations, there is no consistency identified in our sample. Our overall conclusions are that companies are more and more moving away from the traditional option of informal approach, focused inward to a more hybrid approach in which formal focus outward is also considered. This confirms the thesis that ambidexterity is becoming a characteristic of the companies in the CI sector.

PL

Głównym celem artykułu jest zrozumienie, w jaki sposób menedżerowie branż kreatywnych (CI) decydują o zastosowaniu wszechstronnych rozwiązań. Działania menedżerskie menedżerów biznesowych CI umożliwiają połączenie ulotności i zmienności środowiska z wysokim poziomem kreatywności, który tego wymaga. W związku z tym interesujące jest zbadanie, w jaki sposób podejmowane są decyzje dotyczące zarządzania. Ma to ogromne znaczenie, zwłaszcza w niestabilnym i subiektywnym kontekście środowiskowym, co jest jednym z wyróżników CI (Banks i wsp. 2000). Naszym celem jest zbadanie praktyk menedżerskich, które pozwolą znaleźć równowagę między jednoczesną presją na innowacyjność a efektywnością podejmowanych działań. Chciano poznać sposób, w jaki menedżerowie radzą sobie z paradoksami, które mogą wyniknąć. Przeprowadzono wywiady z menadżerami 10 firm zlokalizowanych w drugiej grupie krajów, gdzie dla rządów branże CI są strategiczne, ale tam, gdzie wartość dodaną i miejsca pracy, które mogą stworzyć, można jeszcze poprawić. Wyniki pokazują, że istnieją dwa główne paradoksy pod względem działań zarządczych - priorytet w relacjach (zewnętrznych lub wewnętrznych) i podejście do strategii (elastyczność lub planowane działania). Wyniki pokazują również, że w zakresie formalności strategicznych i zewnętrznego priorytetu w relacjach występują konsekwencje w stopniu formalizacji strategii. Jednak w odniesieniu do praktyk stosowanych w kształtowaniu stosunków wewnętrznych, w naszej próbie nie ma spójności. Nasze ogólne wnioski są takie, że firmy coraz bardziej odchodzą od tradycyjnej opcji nieformalnego podejścia, skupiając się na bardziej hybrydowym podejściu, w którym również bierze się pod uwagę formalne ukierunkowanie na zewnątrz. Potwierdza to tezę , że wszechstronność staje się cechą charakterystyczną firm w sektorze CI.